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The rapid development of information and communication technologies (ICTs) has facilitated consumers’ involvement in firms’ value creation processes through increasingly near real-time information exchanges. This strategic opportunity configures new forms of ICT-enabled collaboration between firms and consumers. Firms can now immediately react to consumers’ requests/complaints, having gained real-time visibility of consumers’ actions and behaviors. Despite the increasing deployment of ICT-enabled value co-creation projects, managers still poorly apprehend them as high-potential strategic initiatives.

This paper investigates this gap through a multiple qualitative case study based on 17 organizations that successfully implement ICT-based value co-creation initiatives, including Lego, Netflix and Blablacar.

This study identifies two dimensions of the ICTs’ value co-creation process, namely, the firms’ involvement and customers’ role, in this co-creation process. Through these dimensions, four ICT-based co-creation initiatives are observed and defined: community, customers’ contributions create the firms’ value proposition (FVP); customization, customers’ service consumption personalize FVP; reputation, customers’ contributions about the offered services completes the FVP; and sense, an algorithmic approach, designed to focus on learning from customers’ consumption tailors FVP.

This study advances a framework supporting managerial decision-making concerning the aptitude of co-creation initiatives to meet organizational goals. Managers may gain insight from its use especially in assessing emerging opportunities to engage consumers in the value creation process.

The purpose of this paper is to help companies address the problem of ever-increasing cybersecurity investment that does not produce tangible business value – this is achieved by explaining the relationship between cybersecurity and competitive advantage.

The impact of cybersecurity on competitive advantage was explored through a qualitative research study – the authors conducted an extensive literature review and conducted two rounds of semi-structured interviews with executives and security professionals from companies in four countries, from the financial, IT and security industries.

The analysis of the findings enabled the conceptualization of the Cybersecurity Competitive Advantage Model that explains how to build up cybersecurity dynamic capabilities to achieve long-term competitive advantage.

The research presents the theorization of the model based on an extensive literature review, gathered information, insight from qualified respondents and the authors’ experience in the field. While we controlled for saturation and rigorously collected and analyzed the data, the inductive approach followed may limit the generalizability of the findings.

The proposed model helps explain to executives how to differentiate their company in a novel way and how to retain that competitive advantage; security professionals can use the model to organize cybersecurity and communicate to their superiors more effectively.

The presented model differs from existing literature, cybersecurity frameworks and industry standards by presenting a method of avoiding technological bias and for achieving competitive advantage.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Cybersecurity is now a critical element to any competitive business. It can also be seen as a method of gaining competitive advantage.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.